logo
Aurobindo Pharma arm launches leadership programme at IMTH

Aurobindo Pharma arm launches leadership programme at IMTH

The Hindu16-05-2025

Generic drugmaker Aurobindo Pharma, through wholly owned subsidiary Apitoria on Friday, announced the launch of a six-month post-graduation certification in leadership (CLP) programme at the Institute of Management Technology, Hyderabad (IMTH).
A six-month programme, the CLP aims to transform promising professionals into dynamic leaders by equipping them with skills in managing self, teams, business and change. The programme includes 13 days of classroom sessions spread across six modules, delivered through a blend of traditional and modern pedagogies.
Introduction of the Auro Astra - Post-Graduation CLP is the company continued investment on nurturing talent and enabling growth of middle management that connects strategy with execution, Aurobindo Pharma said in a release. 'It is an important step in grooming our middle managers to take on larger responsibilities with confidence and agility,' senior VP-Corporate HR U.N.B. Raju said.
IMT Hyderabad director and professor K.M.Baharul Islam said the CLP is designed to be immersive and practice-oriented.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Pharma, traditional retail 2 contra bets for ICICI Prudential MF's Mittul Kalawadia
Pharma, traditional retail 2 contra bets for ICICI Prudential MF's Mittul Kalawadia

Time of India

time5 hours ago

  • Time of India

Pharma, traditional retail 2 contra bets for ICICI Prudential MF's Mittul Kalawadia

Tired of too many ads? Remove Ads Tired of too many ads? Remove Ads Tired of too many ads? Remove Ads ICICI Prudential's hybrid Equity and Debt Fund is leaning into contrarian plays like pharma and traditional retail, betting on sectoral tailwinds and capital discipline amid macro uncertainty. Mittul Kalawadia , Senior Fund Manager, says the strategy is to rotate across market caps , manage allocations dynamically, and focus on overlooked pockets where fundamentals are intact but sentiment has excerpts from a chat with Mittul Kalawadia, Senior Fund Manager, ICICI Prudential AMC:Our approach involves dynamically managing equity-debt allocation and rotating across market caps based on relative attractiveness. Over the past year, we reduced exposure to mid- and small-caps, and added them selectively when markets corrected. Today, the approach is largely stock-specific as there is no strong directional call on increasing mid and smallcap follow a bottom-up, contrarian approach, seeking opportunities in sectors going through downcycles or ones which are overlooked by the market. For instance, we see merit in companies with strong balance sheets and cash flows, especially amidst macro is a good example. There is concern that US regulatory pressure will hurt Indian exporters, but many of them are not earning outsized returns. If price controls are imposed, companies will likely exit low-margin products. Supply will fall, prices will recover, and stronger players will benefit. Similarly, in quick commerce, capital is drying up. We expect traditional players to regain ground once aggressive discounting fades. These are both contrarian plays we the peak last year, equity allocation dropped to about 65% as markets kept rising. When markets corrected early this year, we increased equity allocation to 72–75%. The allocation to equity is dynamically managed based on market movements and believe the offering is best suited for long-term investors who are looking for equity-like returns but with lower volatility. Historically, hybrid funds benefit from market volatility—allowing us to buy low and sell high. Our fund, launched in 1998, has outperformed Nifty 50 TRI over the long term, thanks to this flexibility. Investors who do not require short-term liquidity, particularly younger savers, can consider this as a core depends on the market. If valuations are attractive, we prefer letting redemptions reduce the debt portion to allow equity exposure to rise naturally. Otherwise, we may sell both. But we usually maintain enough cash to manage redemptions without the fund qualifies for equity taxation, we maintain at least 65% in equity. The upper limit is 80%. Post-COVID, we did touch that ceiling once. Last year, during market highs, we dropped close to the lower end—around 66.5%.PSUs tend to be high-beta and get painted with a broad brush during volatile markets. Select segments like power can do well depending on the cycle, but overall, we are more stock-specific now. In 2022, we had high PSU exposure in our equity-debt and dividend yield funds, but we have trimmed the exposure since then. Though valuations have normalized, the blanket cheap PSU story does not hold unless there is a significant bull we shifted away from opting for high yields due to their volatility. We now focus on moderate-yielding stocks with growth visibility. Sectors like IT, telecom (post-consolidation), and select pharma names fit that bill. This approach is a blend of value and growth. The goal is to deliver sustainable yields with more consistent investor is not just dividend yield, we also look at cash flow yields. For instance, telecom three years ago was attractive as cash flows were poised to improve. Similarly, in IT, even 2–3% dividend yield coupled with steady growth can result in a 4–5% yield over becomes a valuation tool in case of high-cash-flow businesses. For example, if a company is likely to return 80–90% of its market cap as dividends over a decade, it is a great investment. We used this approach in metals in 2020. When cash flow yields were 20–25%, we invested. As steel prices peaked in 2021–22, we exited as we believed the yields were no longer sustainable, even though yields were still 6–8% at that varies. Some stocks stay longer, while others are more tactical. Since we focus on relative attractiveness, we churn more than in a typical buy-and-hold strategy. The sizing and scaling also change based on We started including REITs in the past two years, when equities looked expensive. REITs are largely yield plays with some capital appreciation, say 2-5% potential upside depending on the have reduced OMC exposure in our portfolio. While they looked attractive when crude was cheap, current concerns include policy uncertainty and large capex plans, which could depress ROEs in the foreseeable future. Unless crude stabilizes in a narrow range, it is hard to build hybrid funds, we use internal models to guide cash deployment. In funds like the dividend yield one, we rarely take big cash calls, staying within a 0–10% range. Hybrid funds are where we tactically manage cash, based on market are closer to 70–73% equity now, which is at the higher end of our band. If macro indicators or rates change, our in-house allocation model aids in deciding on the allocation pattern. For instance, if rates fall sharply, equities become relatively more attractive even at the same valuation.

Contract firm KNRC blames slushy soil for NH collapse
Contract firm KNRC blames slushy soil for NH collapse

New Indian Express

time6 hours ago

  • New Indian Express

Contract firm KNRC blames slushy soil for NH collapse

KOCHI: KNR Constructions (KNRC) said the company has made no 'mistake' in the construction of NH 66 and attributed the collapse of the highway stretch at Kooriyad in Malappuram to unexpected subsoil conditions. According to KNRC, the company responsible for the Ramanattukara-Valanchery section of NH 66, the approach ramp with a reinforced earth (RE) wall yielded due to 'pockets of soft or slushy soil between the earth's layers' beneath the foundation. The Hyderabad-based listed company, in its latest earnings call, stated that the construction process followed proper protocols. 'We are very confident that we have not done any mistake... It's a completely waterlogged area... Proper approvals were taken, and thorough examination of the foundations were done during earthing, along with subsoil investigations,' K Jalandhar Reddy, promoter and executive director of KNRC, said in the call. Responding to analysts' questions, Reddy explained that the designs were made accordingly, and Strata Geosystems, a renowned RE Walls agency, had done the work. 'The design was verified and approved by the authorities concerned before execution. So, as such, we didn't see anything that would have indicated this issue. We treat this as an accident only,' he said. He said the company has put forth a proposal to NHAI to construct a viaduct in the damaged area —estimated to cost Rs 25-Rs 30 crore — to permanently resolve the issue. Reddy said this solution would prevent similar problems in the future given the road's 15-year maintenance requirement.

KNRC Contract firm blames slushy soil for NH collapse
KNRC Contract firm blames slushy soil for NH collapse

New Indian Express

time8 hours ago

  • New Indian Express

KNRC Contract firm blames slushy soil for NH collapse

KOCHI: KNR Constructions (KNRC) said the company has made no 'mistake' in the construction of NH 66 and attributed the collapse of the highway stretch at Kooriyad in Malappuram to unexpected subsoil conditions. According to KNRC, the company responsible for the Ramanattukara-Valanchery section of NH 66, the approach ramp with a reinforced earth (RE) wall yielded due to 'pockets of soft or slushy soil between the earth's layers' beneath the foundation. The Hyderabad-based listed company, in its latest earnings call, stated that the construction process followed proper protocols. 'We are very confident that we have not done any mistake... It's a completely waterlogged area... Proper approvals were taken, and thorough examination of the foundations were done during earthing, along with subsoil investigations,' K Jalandhar Reddy, promoter and executive director of KNRC, said in the call. Responding to analysts' questions, Reddy explained that the designs were made accordingly, and Strata Geosystems, a renowned RE Walls agency, had done the work. 'The design was verified and approved by the authorities concerned before execution. So, as such, we didn't see anything that would have indicated this issue. We treat this as an accident only,' he said. He said the company has put forth a proposal to NHAI to construct a viaduct in the damaged area —estimated to cost Rs 25-Rs 30 crore — to permanently resolve the issue. Reddy said this solution would prevent similar problems in the future given the road's 15-year maintenance requirement.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store